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COVID-19 Communications Plan 1 | P a g e

COVID-19

Communications Plan

COVID-19

Communications Plan

APRIL 2020

REVISION 2


COVID-19

Communications Plan

Contents

Communications Plan .................................................................................................................................... 1

Communication Objectives ............................................................................................................................ 6

Key Messages/Benefits ................................................................................................................................. 7

Target Audience .............................................................................................................................................. 8

Approach ........................................................................................................................................................ 11

Issues and Concerns (if applicable) ........................................................................................................... 14

Budget (if applicable) .................................................................................................................................... 15

Evaluation ...................................................................................................................................................... 16

Approval ......................................................................................................................................................... 17

Appendices (if applicable) ........................................................................................................................... 18

Appendix 1 - MNCLHD Directorate Communication Considerations Map ...................................... 18


COVID-19

Communications Plan

Introduction .

Mid North Coast Local Health District (MNCLHD) has developed a Communications Plan (the Plan) to guide our local implementation of COVID-19 pandemic-related communication. This Plan is based on information received from both state and federal departments, and also complies with our IDERP (MNCLHD Infectious Disease Emergency Response Plan) (1). The Plan incorporates key considerations from the NSW Health Influenza Pandemic Plan (2), the Australian Health Management Plan for Pandemic Influenza (3) and key recommendations from the World Health Organisation’s Guidelines for Communicating Risk in Public Health Emergencies (4) (the WHO Guidelines).

A clear overarching Plan needs to outline strategies to engage and inform internal and external stakeholders across population groups and aims to ensure communication is timely, accurate, clear, concise and credible. As an LHD we are responsible for coordinating public messages of local relevance with approval of the Health Communications Controller (NSW Health Influenza Pandemic Plan (2). Ensuring people at risk understand the health emergency and adopt protective behaviours and allowing authorities and experts to listen to and address people’s concerns and needs is imperative so that the advice we provide is relevant, trusted and acceptable (3).

To comply with the NSW Health Influenza Pandemic Plan (2) this Plan addresses the need for clearance and release of information relating to COVID-19, and for regularly updated information sources to be accessible to the media and the public for information dissemination and that education and communication materials are tailored to different population groups (3). This Plan is based on what is required when communicating during any public health emergency, as explained in the WHO Guidelines “people need to know what health risks they face and what actions they can take to protect their lives and health. Accurate information provided early, and in languages and channels that people understand, trust and use, enables them to make choices and take actions to protect themselves, their families and communities from the health hazards threatening their lives and well-being” (4). Communication must consider the communities, cultures and lifestyles of different population groups and key communication activities included in this Plan must be designed around these social structures and require multiple communication channels need to be identified and used (4). As part of this Plan a MNCLHD Directorate Message Map is included (Appendix 1) to ensure all departments are consulted and expert advice is received and included in the planning and implementation stages of this Plan. This Plan also ensures that all MNCLHD Directorates are aware of their strategic communication responsibilities and are guided in their response to all relevant communication. Key recommendations from the WHO Guidelines that underpin this Plan are:

1. To build trust, risk communication interventions should be linked to functioning and accessible services, be transparent, timely, easy-to-understand, acknowledge uncertainty, address affected populations, link to self-efficacy, and be disseminated using multiple platforms, methods and channels.

2. Communication by authorities to the public should include explicit information about uncertainties associated with risks, events and interventions, and indicate what is known and not known at a given time.

3. Identify people that the community trusts and build relationships with them. Involve them in decision-making to ensure interventions are collaborative, contextually appropriate and that communication is community-owned (4).


COVID-19

Communications Plan

The WHO Guidelines also emphasises social media as a key public engagement tool and the key recommendations that have been considered in the development of this Plan are:

1. Social media may be used to engage the public, facilitate peer-to-peer communication, create situational awareness, monitor and respond to rumours, public reactions and concerns during an emergency, and to facilitate local-level responses.

2. Social media and traditional media should be part of an integrated strategy with other forms of communication to achieve convergence of verified, accurate information.

3. Risk should not be explained in technical terms, as this is not helpful for promoting risk mitigation behaviours.

4. Consistent messages should come from different information sources and emerge early in the outbreak.

5. Messages should promote specific actions people can realistically take to protect their health (4).

This Plan has been developed based on key LHD, state and federal plans and evidence-based guidance from the World Health Organisation to ensure our communication is an integral part of the LHD emergency response to COVID-19.

(1) MNCLHD Infectious Disease Emergency Response (IDERP) Plan March 2020

(2) NSW Health Influenza Pandemic Plan (2016) (3) Australian Health Management Plan for Pandemic Influenza (2019)

(4) WHO guidelines: Communicating risk in public health emergencies

https://mnclhd.health.nsw.gov.au/i/covid-19/wp-content/uploads/sites/4/MNCLHD-IDERP-March-2020-1.pdf

https://www1.health.nsw.gov.au/pds/ActivePDSDocuments/PD2016_016.pdf

https://apps.who.int/iris/bitstream/handle/10665/259807/9789241550208-eng.pdf;jsessionid=FFC138B55520524AB89BD38B2A695843?sequence=2


COVID-19

Communications Plan

Timeframe

[Emergency Communications is already in place pending the approval of this Communications Plan.]

The communication strategy will be rolled out immediately until after the emergency recovery stage, for a minimum period of six months.


COVID-19

Communications Plan

Communication Objectives

No. Communication Objectives

1

To raise community awareness of the facts about Coronavirus and to address any community concern or confusion by quickly addressing rumours, misconceptions and inaccuracies.

2

To inform, engage and empower the public and health professionals to assist in the response to the pandemic by communicating the key strategies to manage the spread of Coronavirus by encouraging the need to practise hand hygiene and respiratory and cough etiquette in the general community. Ensure at risk populations have the information they need to make well-informed decisions to take appropriate actions to protect their health and safety during the COVID-19 outbreak.

3 To inform at-risk general public of early detection health services (ie. if people have recently travelled or come in to contact with travellers) and promote local assessment clinics and clinic hotline.

4 To provide expert spokespeople to multiple media outlets to promote accuracy of messaging and to ensure community that MNCLHD are responding to COVID-19 locally.

5 To encourage staff and the public of the importance of receiving the seasonal influenza vaccine (flu shot) to reduce the spread of influenza during the COVID-19 pandemic.

6 To implement a targeted COVID-19 social media campaign that addresses objectives 1 – 5.

7 To inform MNCLHD staff of the wider MNCLHD response to COVID-19 (depending on the stages of emergency planning).

8 To coordinate efforts in all media and communications response activity to media, public, senior executive team and staff to ensure consistency of messages.

9

To support clinicians in the delivery of safe patient care, via the COVID-19 information hub and the screensaver program which has been repurposed to support clinicians through key clinical messaging e.g. Donning and Doffing PPE, environmental cleaning, COVID-19 testing criteria, clinic information etc.

10 To support staff through the delivery of Health Safety and Wellbeing information via the COVID-19 information hub and screensaver program.


COVID-19

Communications Plan

Key Messages/Benefits

Key Messages

1

Fact sharing

On-sharing facts from NSW HEALTH and Australian Department of Health providing updates and facts

2

Signs, Symptoms and COVID-19

Processes for COVID-19 clinic assessment checks, phone lines, testing, treatment including when to contact Emergency (e.g. shortness of breath) – Priorities for testing

3

Direct public action

What you can do? Actions people can take to protect themselves, their families and others

- Reduce the spread – hand hygiene, respiratory and cough etiquette - Stay at home - Social distancing - Working from home - Encourage public and staff to get the seasonal influenza vaccine

4

Messages from the frontline and to the frontline

- Plea to stay at home - Let us do our job to protect you, protect us by staying at home - Feel good messages – thanks for the community support - Messages from community members to health workers – thanks for keeping us

safe

5

Supporting our staff

- Supporting clinicians in the delivery of safe patient care with easily accessed

resources

6

Community (and staff)

- Mental health and wellbeing (e.g. Beyond Blue, Headspace, Lifeline etc) - Support local businesses where possible - Check in with neighbours and elderly family members - On-share ‘healthy home isolation’ social media content being developed by

Centre of Population Health via Make Healthy Normal social media channels.

7

MNCLHD response to COVID-19 (internal purposes)

- MNCLHD responses to COVID-19 (e.g senior executive team response, changes to practices etc)

- Mental health and wellbeing (Beyond Blue, Headspace, Lifeline, Black dog and additional specific intranet resources etc) in line with Health Safety & Wellbeing

- Staff to keep up to date via MNCLHD intranet


COVID-19

Communications Plan

Target Audience

Audience Current state Preferred Communication Channels

INTERNAL

MNCLHD staff All MNCLHD Staff

Site specific

Unit Specific

Clinicians

Managers

Directorate leads (Senior Executive Team - SET)

Directed to COVID-19 section on intranet

Global staff emails sent by CE

Varying team/unit updates

Briefed at SET Meetings

Email

MNCLHD Intranet – COVID-19 alerts and links

Screensavers

Staff forums conducted by LHD facility and stream managers

Staff (or facility) newsletters

Standing agenda items on relevant executive and unit meetings

Staff notice boards

SET meetings

EXTERNAL

General public General community

Directed to MNCLHD website

Social media updates including NSW Health on-shares

Directed to phone the 1800 hotline number

Media messages via established media outlets – radio, television, newspaper and social media platforms

1800 hotline number

Pamphlets, online factsheets

Signage at health facilities

At-risk groups:

People returning from overseas or disembarking a cruise-ship or who have been in close contact with a confirmed case

People who are anxious about COVID-19 (including people with children, elderly people, people with existing medical conditions, general community)


If experiencing symptoms directed to phone Healthdirect or phone assessment clinic hotline (and attend)

Media messages to promote MNCLHD website, phone Healthdirect, local assessment clinic hotline via established media outlets – radio, television, newspaper and social media platforms


COVID-19

Communications Plan

Socially isolated:

Frail aged (living in private accommodation)

Disabled (living in private accommodation)

Homeless and transient

Aboriginal communities

Refugee and CALD communities

People living in temporary accommodation (e.g. domestic violence victims)

Mental health clients

Substance abuse clients


Some social media updates including NSW Health on-shares

Directed to phone the 1800 hotline number

Engage with relevant MNCLHD departments for advice on appropriate communication channels and messaging to key groups – develop appropriate resources (factsheets, pamphlets, signage, social media content) – See Appendix 1

Engage with relevant agencies and services to assist with identification and access to key groups (See key local service providers) – develop appropriate resources (factsheets, pamphlets, signage, social media content)

Media messages via established media outlets – radio, television, newspaper and social media platforms

1800 hotline number

Mail outs (factsheets, pamphlets)

Letter drops (factsheets, pamphlets)

Personal communication (e.g. text messages)

Geographically isolated Television updates

Mail outs (factsheets, pamphlets)

Letter drops (factsheets, pamphlets)

Personal communication (e.g. text messages)

Media messages via established media outlets -radio, television

1800 hotline number

External Health Care providers

GPs

Aboriginal Medical Services

Private hospitals


Communicate through relevant peak bodies and references groups. Provide regular update and response email or fax


COVID-19

Communications Plan

Aged care facilities

North Coast Primary Health Network

All other external healthcare providers (e.g. allied health etc)

alerts including recommendations on clinical assessment and management, infection control, lab testing, antiviral treatment and vaccination

Latest updates (factsheets, pamphlets) to be provided to providers to distribute to targeted population groups

Key local service providers

Key services to access socially isolated groups:

Department of Aged, Disability and Home Care

Aged Care Assessment Team Services

Department of Veterans Affairs, Legacy groups

Church and charity groups

Schools and Early Learning Centres

Police

Local Government information services

Highway Service centres

Aboriginal Medical Services, Local Aboriginal Land Councils (ReadyMob)

Refugee medical clinics, support groups and centres

Department of Communities and Justice

Other key services:

The Regional Emergency Management Committee (REMC)


Regular briefing email on MNCLHD updates and response

Latest updates (factsheets, pamphlets) to be provided to providers to distribute to targeted population groups


COVID-19

Communications Plan

Approach

Activity Audience Distribution Timeframe Responsibility Communication Objective

For example, newsletter, fact sheet, intranet page

Your target audience for each activity

For example, email, hard copy, intranet

When the activity will be completed

Person responsible for activity

Communication objective that this activity supports (e.g. 1, 2, 3)

INTERNAL

Intranet – COVID-19

All staff Intranet After recovery stage

IMMU

1, 4, 5, 6, 7, 8, 9, 10

Screen-savers All staff Intranet After recovery stage

IMMU 1, 4, 5, 6, 7, 8, 9, 10

Global emails All staff Email, copies on noticeboards

After recovery stage

CE office 1, 4, 5, 6, 7, 8

Staff forums

All staff Face to face (socially distanced), Skype for business, telephone


All department management guided by Comms generated content

1, 4, 5, 6, 7, 8

Staff (or faculty) newsletter

All staff Email, copy on intranet


Comms 1, 4, 5, 6, 7, 8

Senior Executive Team meeting

Directorate leads Meetings, email, briefing notes


Comms 1, 4, 5, 6, 7, 8

EXTERNAL

Radio General community Interviews with key spokespeople

Scripts


Comms 1, 2, 3, 4, 5, 6, 8

At-risk groups

Socially isolated

Geographically isolated

Television General community Interviews with key spokespeople


Comms 1, 2, 3, 4, 5, 6, 8

At-risk groups

Socially isolated


COVID-19

Communications Plan









Media releases

Newspaper General community Interviews with key spokespeople

Media releases


Comms 1, 2, 3, 4, 5, 6, 8

At-risk groups

Socially isolated


Social media platforms (Facebook and Instagram)

General community Interviews with key spokespeople

Media releases


Comms 1, 2, 3, 4, 5, 6, 8

At-risk groups

Socially isolated


Website General community Internet After recovery stage

IMMU 1, 2, 3, 4, 5, 6, 8

At-risk groups

Socially isolated




Fact sheets, pamphlets

Socially isolated Email, mail-outs, letter drops, internet, social media,


Comms 1, 2, 3, 4, 5, 6, 8


External Health Care providers – to share with targeted population groups


COVID-19

Communications Plan








Key local service providers – to share with targeted population groups

Personal communication

Socially isolated Text messages, phone calls


Comms 1, 2, 3, 4, 5, 6, 8




Signage at health facilities

General public Assembled at health facilities


Comms 1, 2, 3, 4, 5, 6

At-risk groups

Socially isolated


Briefings External Health Care providers

Email After recovery stage

Comms 1, 2, 3, 4, 5, 6, 8



COVID-19

Communications Plan

Issues and Concerns (if applicable)

Risk Communications activity to reduce impact

Processes impacting the timely sharing of information

Consider assigning additional staff to prepare, check and approve communications material. Additional staffing of social media roster for seven day coverage (7.00am – 9.00pm)

Increased social media posts requires increased monitoring

Heightened public anxiety and fear

Ensure regular factual communication via various channels. On-share communication from NSW Health and other Government sites via websites, intranet and social media channels. No imagery in creative.

Public confusion (with emerging information at times contradicting previous information provided)

Ensure all communication highlights ‘latest information update’.

MNCLHD reputation Ensure various communication channels are utilised as frequently as possible providing timely factual updates, support for community (with hotline number etc.), use local spokespeople to reassure the public that MNCLHD are responding to COVID-19.

Communication not being received via the channels being used

Consider using multiple channels including; television, print media, radio, social media and mail-outs and text messaging to geographically isolated groups.

Internally, consider the appropriateness of all staff emails and the importance of managers sharing the information with staff who do not have email access. Also consider verbal and face-to-face communication where appropriate.

Consistency of messages With the COVID-19 situation and response changing rapidly it is critical to maintain consistent messaging and updates when required.

It is important to make sure that as many people as possible within the organisation knows what the key messages are and understands them. If every employee knows the key messages, this will in turn ensure consistent messaging across all mediums including word of mouth.


COVID-19

Communications Plan

Budget (if applicable)

Within current budget. Additional FTE resources may be allocated to assist with social media strategy from redeployed staff as available.


COVID-19

Communications Plan

Evaluation

Communications Activity Evaluation Method

For example, web statistics (page visits), survey responses, number of users registered or trained on a new program, anecdotal feedback.

MNCLHD Intranet Visits (IMMU to update)

Website Visits (IMMU to update)

Social media Reach and interaction (Meltwater media analysis)

Newspaper Number of media releases published

Television Number of interviews/stories aired

Radio Number of interviews/stories aired

Mail outs Number distributed

Letter drops Number distributed (NB this strategy may be dependent on infection control guidelines)

Text messages Number of texts sent


COVID-19

Communications Plan

Approval

Name Position Date Signature

Author

Approver 1

Your manager or supervisor

Approver 2

Media and Corporate Communications Unit

Approver 3

Senior Executive Sponsor

Vanessa Edwards Director Communications & Strategy

15.04.2020


COVID-19

Communications Plan

Appendices (if applicable)

Appendix 1 - MNCLHD Directorate Communication Considerations Map

Directorate

Director

Key directorate communication considerations

Director Clinical Governance and

Information Services

Kathleen Ryan - Updating directorate staff with consistent COVID-19

messaging

Director Financial

Operations and Asset Management

John Slaven

- Updating directorate staff with consistent COVID-19 messaging

- Communicating to contractors/suppliers - Communicating budget considerations (COVID-19)

Director Nursing,

Midwifery and Service Reform

Vicki Simpson

- Communicate as HSFA Commander - Updating directorate staff with consistent COVID-19

messaging - Informing and consulting with key internal and external

health providers who work with pregnant and post-natal women and their families on appropriate messages and channels

A/Director People and

Culture

Tony Ellem

- Updating directorate staff with consistent COVID-19

messaging - Updating MNCLHD staff on COVID-19 related HR advice - Coordinate mental health and wellbeing communication to

staff - Ensure approach to Aboriginal workforce communication

Coordinator Coffs

Clinical Network and General Manager Coffs

Harbour Health Campus

Theresa Beswick


- Informing and consulting with key internal and external health providers and key service providers who work with socially isolated groups (e.g. Aboriginal, CALD, elderly, disabled, geographically isolated) on appropriate messages and channels

Coordinator Hastings Macleay Network and General Manager Port

Macquarie Base Hospital

Catherine Death


- Informing and consulting with key internal and external health providers who work with socially isolated groups (e.g. Aboriginal, CALD, elderly, disabled, geographically isolated) on appropriate messages and channels

Director Mental Health and Integrated Care

Sara Shaughnessy



health providers and key service providers who work with socially isolated groups (e.g. Aboriginal, CALD, mental health clients, substance abuse clients, domestic violence victims) on appropriate messages and channels


COVID-19

Communications Plan

Directorate

Director

Key directorate communication considerations

Director Public Health

Paul Corben


messaging - Providing expert public health advice and spokespeople to

inform and implement communication strategies - Informing key service providers and partner agencies with

consistent COVID-19 messaging - Informing and consulting with key internal and

external health providers who work with refugee and CALD communities on appropriate messages and channels

Director Aboriginal Health and Primary

Partnerships

Robyn Martin



health providers and key service providers who work with Aboriginal communities on appropriate messages and channels

Director

Communications and Strategy

Vanessa Edwards

- Updating all directorate leads with consistent COVID-19

messaging to be used in all communication - Consulting with all directorates to seek expert advice

regarding key population groups and preferred messages and channels

- Implementation and governance of the MNCLHD COVID-19 Communication Plan

A/Director Research

and Knowledge Translation

Andrew Bailey


messaging - Informing and consulting with key partner universities on

LHD COVID-19 response - Communication and liaison with University partners

regarding workforce surge, physical resources and supplies.

Director Internal Audit, Risk and Compliance

Kimberley Sayner


messaging


COVID-19

Communications Plan

References

MNCLHD Infectious Disease Emergency Response (IDERP) Plan March 2020,

https://mnclhd.health.nsw.gov.au/i/covid-19/wp-content/uploads/sites/4/MNCLHD-IDERP-March-

2020-1.pdf

NSW Health Influenza Pandemic Plan (2016),


Australian Health Management Plan for Pandemic Influenza (2019),

https://www1.health.gov.au/internet/main/publishing.nsf/Content/ohp-ahmppi.htm

WHO guidelines: Communicating risk in public health emergencies,

https://apps.who.int/iris/bitstream/handle/10665/259807/9789241550208-eng.pdf?sequence=2

https://mnclhd.health.nsw.gov.au/i/covid-19/wp-content/uploads/sites/4/MNCLHD-IDERP-March-2020-1.pdf


https://apps.who.int/iris/bitstream/handle/10665/259807/9789241550208-eng.pdf;jsessionid=FFC138B55520524AB89BD38B2A695843?sequence=2